East of Hollywood, South of NY: The Impact of Social Media Phenomena on Gender-Related HR Policy

• In Event: Elevate Your Leadership

Short Description

The recent public shaming of prominent male executives via the #MeToo and #TimesUp movements have empowered women to report incidents of harassment in the workplace across a variety fields. The presenter conducted an initial review of the literature and media to identify and define key concepts and trends in this area, then explored gender inequities in the public realm and what women of influence are doing about them in order to investigate specific industries’ rates of sexual harassment, psychological harassment, and bullying.

Detailed Abstract

The #MeToo and #TimesUp movements empowered women to speak up and report incidents of sexual harassment and psychological harassment (bullying) in the workplace. For educator-practitioners in human resources, this leads to a logical discussion of the potential impacts of this phenomenon on organizations in sectors beyond entertainment and media, and in geographic regions beyond Hollywood and New York. This led to an initial review of the literature and media to identify and define key concepts and trends. Following this initial published exploration, we began to investigate specific industries’ occurrence of sexual harassment and assault, also finding high rates of psychological harassment (bullying). This research reflects gender inequities in the public realm, and what women in positions of influence are doing about them.
Maxwell stated “leadership is influence,” (“7 Factors that Influence Influence,” 2013) implying that leadership is neither good nor bad, and not value-laden. This assertion is disputed by Katherine Tyler Scott, who asserts that “leadership is not value-neutral” (ILA 2018, opening plenary). Scott stated that leadership, authentic leadership in particular, requires that the influencer has an obligation to read reality, truthfully, for her followers or collaborators. This includes telling the truth about an organization’s culture, and identifying the changes that are required therein. The role of leader as culture monitor may be filled by a male Chief Financial Officer (CFO), a female Vice President of Human Resources (HR), or a female sales manager. The responsibility of positive cultural evolution should not rest solely with the Human Resources department, but should span organizational roles and departments.
Initial research revealed that some industries show higher rates of sexual harassment claims, and more reports of psychological harassment than others. Thus we analyzed industries for possible correlations showing the impact of specific laws, and social media phenomena, on financial performance. Our inquiry extended to isolating specific companies within those industries; would we find specific policy and procedural impact? We posited that we could execute such an investigation, and initiated opportunities for executives to (re)cast the vision and image of their company and industry with regard to gender-related human resources (HR) policy and procedures.
Theoretical Foundations
To confirm our focus on student leadership development as researchers, we identify the theoretical constructs that provide the foundation of our efforts. The outcomes and impact of leader behavior (Hiller, DeChurch, Murase, & Doty, 2011) form the basis of our research, as we inquire of leaders and invite them to share the results of their considerations of #MeToo in their corporate contexts. Implicit leadership theories (Eden & Leviatan, 19760101; Foti, Hansbrough, Epitropaki, & Coyle, 2017; Souba & Souba, 2018) pervade our research, as we consider the presuppositions about leader behaviors that researchers take into the interview context, and those conceptions about leadership that our participants reveal. As Souba and Souba (2018) state, our expectations of leader behavior represent “a mental model we are largely unaware of… yet they can limit organizational effectiveness.” Authentic leadership and followership (collaboration) (Avolio, Walumbwa, & Weber, 2009) represent a significant theme in our dialogues with organizational leaders, and the impact of gender on the effectiveness of leadership interventions is a significant factor in our study (Avolio, Mhatre, Norman, & Lester, 2009). The presence of women in leadership and the challenges they face represents a factor in this study (Lord & Shondrick, 2011; Surawicz, 2016). Finally, we address the phenomena of power and influence in the workplace, including issues of harassment and bullying (Hodson, Roscigno, & Lopez, 2006).
Methodology
This project offers an opportunity to explore a complex issue, through in-depth contextual analysis, as recommended by Soy (2006). Social science research, specifically in psychology and sociology, has long used this method, and it accommodates management research exceptionally well. Soy (2006) cites Yin’s 1984 definition of case study research provides the parameters for the promised outcomes for both student and company in the current project: “an empirical inquiry that investigates a contemporary phenomenon within its real-life context; when the boundaries between phenomenon and context are not clearly evident; and in which multiple sources of evidence are used” (Soy, 2006).
The executives in our study agree to an interview conducted by an undergraduate business student enrolled in independent study under faculty supervision. The interview questions were vetted and approved by the Institutional Review Board of the host university. The student supplements the interview with a webquest, which is an intensive internet investigation of the company within the context of its industry sector. Any additional artifacts the company provides are integrated into the case file.
Potential Outcomes of the Project
Outcomes for the student include the opportunity to: meet and create a relationship with a local executive; conduct primary research; apply theoretical learnings to real-world reports; write a case study; interact with the company to finalize a branded document that becomes the company’s intellectual property; and, to present primary research at the annual undergraduate research conference and at professional association meetings. Outcomes for the company include a clear and cogent assessment of the organization’s industry positioning; a branded case study which can be used for internal or external marketing and reporting; the opportunity to mentor an undergraduate student; and a deeper relationship with faculty supervisors working with the students to craft presentations and deliverables. Outcomes for the business school and faculty participants include the opportunity to supervise undergraduate research, and interaction with corporate representatives for real-time management research.
The participants in this study lead organizations that will hire, mentor, and develop entry level employees, modeling leader behavior and culture creation. The executives represent their organization’s responses to important external catalysts, at the individual and organizational levels of analysis. We report their strategies and tactics for accomplishing change with regard to gender-related HR policies, and acknowledge the impacts of “no change required” responses, addressing how this limits access to quality healthcare, employment opportunities, and general perceptions of safety and visibility in the workplace.

Presenters

• Angela N. Spranger, Carlson School of Management, University of Minnesota

• Nicole E Pope, Christopher Newport University